Basing his evidence on a psychological study, Zaleznik determines that managers are in need of working with people, i.e., to exercise power, as the presence of others IS a requirement of managerial authority. Furthermore, to rationally handle situations manager tend to invest lower amounts of emotions in their relations. In contrast, leaders tend to display empathy in their relations and rich emotions to fuel their passions and desires. This distinction shows that managers are appointed and leaders are made. Zaleznik then goes on to further emphasize the distinction on their respective emotional involvement in problem solving, where managers strive to order and stasis with no room for emotion and a leader to heavily invest feelings to their problems causing at times
to the organizational goals and objectives will be made possible. Your ultimate goal is to make sure that members are encouraged to follow group objectives instead of their own personal objectives; which could have a direct implication on the success of the organization. In selecting or developing a leadership style, you must know that how you react to problems, resolve crisis, relate to members and reward or punish them are some of the ways that you going to be judged by your members. Your effectiveness will depend on how you can influence and control your members towards the common final goals and objectives. The financial position of the organization has a direct correlation with your leadership style and the success of a program or the
A Teachable Ethical Concept McMahone and Hardin-Baylor (2012) explore benefits of using a widely recognized a leadership style in organizations called servant leadership” to provide a systematic training approach that could help organizations to encourage ethical practices in their work environments. Keith (as cited in Spiro, 2011) believes that this style is about the focus on identifying and meeting needs of others in the organization, instead of the focusing self-interests and maximizing individual benefits of leaders like power, fame, and wealth. Spiro (2011) highlights that becoming a servant leader require developing the habits 1. build this style of leadership into the founding organizational values of. 2. recognizing your own strengths and weaknesses and their impact 3. Developing a flatter organizational structure 4. listening to the people around well.
Management is about: Order & consistency, protecting the existing structure, systems, traditions and the status quo, the belief that past success gives insight into the way forward and relying on accumulated facts. Vs. Leadership, which is about: creating change, vision, direction, organisation, values and destruction of the way we have always done it. A managerial culture emphasizes rationality and control; weather the manager’s energies are directed towards goals, resources, and structure or people a manager is a problem solver. From this perspective, leadership is simply a practical effort to direct affairs and to fulfill the task.
The main difference between leaders and managers are the relationship between the followers and manager and leaders, how leaders and managers solve the problems they face and the difference in emotional intelligence between leaders and managers. Leaders and managers have difference in point in view for the future of the business. The essence of leadership is to have a
When giving an leadership philosophy, it is important that one implement these given characteristics into their life. While illustrating this manner, a leader must also act as a motivator and disciplinarian, especially when leading teachers. In conclusion, leadership is the ability to retain the confidence of others. By doing so, a leader would be able to follow their own willingness to take their suggestions on the matter of any given situation. Through its contrasting definitions and beliefs, a leadership philosophy will always illustrate a worldview of leadership, include leadership practices, build on leadership relationships, and include a diversity as to how you would assort your leadership skills and most importantly, an assessment of an effective
When using the ethical decision making model, it is important for counsellors to be self-aware as it will influence how they deal with the behaviours and choices of the client. Self-awareness includes being aware of their emotions, values and biases. A way to work through this is to discuss their feelings of discomfort with their supervisors or colleagues (Corey, Corey, & Callanan, 2011). Self-awareness is key to competent counselling so it logically ensues that it is key to ethical decision making in counselling. A counsellor’s sense of self is important in determining how personal values are enacted with clients and their issues.
Define and describe the 5 steps that are used in workforce planning process. Step 1 is identifying the business context and the environment. This step directly links you workforce plan to the business objectives and goals. For one to have a good understanding of the environment surrounding the business one needs to ask who his /her customers are. Is the business growing or collapsing?
In line with this paper, under Codes of ethics the employee is accountable for the organization. Members of the organization know what is expected of them, they know to whom they might justify their behaviour and they understand the sanctions and the benefits associated with their behaviour (formal type). By contrast, Value based organizations focus on defining organizational values and encouraging employee commitment to ethical aspiration through personal self-governance. (informal type). Concerning influential types of management/leadership in ethical behaviour, findings contain mainly the following types- as they were described by Trevino & Brown (2004): Transformational leadership: these relationships entail future obligations that are unspecified and are enforced by norms of reciprocity.
Progress needs to be made to address criticism in a mature and organized fashion and to facilitate productive discussion between the employee and supervisor. It takes cou-rage to conduct constructive criticism, and a great foundation between the supervisor and the employee consisting of loyalty, trust, and respect to hold that discussion in a successful manner. Then, that discussion must include ways to address the criticism correctly and solve whatever problems exist. The supervisor, unless extenuating circumstances exist, must make it clear to the employee that he or she wants to help the employee solve problems in an expedient fashion. No one likes to be criticized and our natural human reaction to criticism is defense.